Abstract

R&D Organisations are key players in the knowledge economy and make major contributions to Australia’s efforts to achieve and maintain competitive advantage. The explicit purpose of R&D organisations is to develop new knowledge and apply existing knowledge in new ways. Much of the R&D is carried out in temporary structures or project teams. Drawing upon theory and grounded in case based evidence, this paper explores how new forms of project management affect knowledge generating and application processes in R&D organisations. It appears that much of the knowledge generation and application occurs through taking advantage of almost naturally occurring oscillations between open and closed system practices over the course of projects. Theoretical and practical lessons and implications for further research are advanced.

These databases contain citations from different subsets of available publications and different time periods and thus the citation count from each is usually different. Some works are not in either database and no count is displayed. Scopus includes citations from articles published in 1996 onwards, and Web of Science® generally from 1980 onwards.

Citations counts from the Google Scholar™ indexing service can be viewed at the linked Google Scholar™ search.

Full-text downloads displays the total number of times this work’s files (e.g., a PDF) have been downloaded from QUT ePrints as well as the number of downloads in the previous 365 days. The count includes downloads for all files if a work has more than one.